The Agile and Adept Management Accountant

Automating, improving and innovating the finance function and reporting

Event Details


Registration and coffee
Opening remarks from the Chair
Irene Zou, Project and Reporting Accountant, University of Auckland
The big picture of management accounting landscape
Switching drivers: Should we be worried?
  • Examining key drivers of economic impact: Retail, construction, house prices, immigration and tourism
  • What changes in the last year to 18 months have meant slower economic growth and poorer business confidence in Auckland and New Zealand more widely
  • How is the economy changing and what challenges and opportunities does this mean for business?
David Norman, Chief Economist, Auckland Council
The triple whammy - changes to how we account for revenue, leases and financial instruments

There has been a lot of discussion about three big, new, financial reporting standards - NZ IFRS 9 (on financial instruments), NZ IFRS 15 (on revenue) and NZ IFRS 16 (on leases).  Each of these three new standards has the potential to substantially change the financial statements, which may then impact key items for the business, such as loan covenants and employee remuneration.  This session examines:

  • Making sure that your systems can capture the information necessary to apply the new standards
  • The impact of adopting the three new standards
  • Communicating the changes from adoption of the three new standards to key stakeholders
Jackie Russell-Green, Technical Associate, BDO New Zealand
Morning Break
Finance innovation in a complex IT landscape
NZTE's digital transformation - "Getting Modern"
  • Explore the radical effects the digital environment has on the traditional corporate structure, finance and financial reporting
  • Speaking the same language as the audience
  • Why Cloud based accounting information system?


Shangyue Briggs, Management Accountant, New Zealand Trade and Enterprise
Financial modelling in a dynamic environment
  • Approaches to dealing with uncertainty
  • Ensuring maximum flexibility and adaptability in financial modelling to accommodate changes
  • Tapping strong assessment skills and informed decision-making to remain successful and stay ahead of your competitors
Tracy Hickman, Director - Corporate Advisory Services, Staples Rodway
Lunch break
How Power BI has changed reporting and decision making process
  • Drawing data from all areas of a business, providing a wider array of financial information
  • Allowing project collaboration between different teams with bespoke skill sets
  • Providing highly in-depth and precise micro-data, via intuitive search function, for specific parts of a client’s accounts
  • Enabling accountants to add more value to companies by giving better financial guidance
Allison Kennedy, Trainer, Ace Training
Assessing how data dashboards are changing accounting
  • Drawing on data in real time to cut through the information fog and give instant snapshots of business performance
  • Ability to summarise KPI reports and present them in easily understood formats, aligned to strategy and driving performance
  • Linking financial and non-financial data and reporting to improve the customer journey and give customers a voice
Fraser Gardiner, GM Finance & Commercial, Contact
Afternoon break
The non-financial side of management accounting
Focusing on softer skills around storytelling in order to improve your reporting
  • Creating a differentiated experience to develop soft skills needed to build collaborative relationships with other departments
  • Identify the connecting points to best engage your audience as not everybody thinks in a numeric way
  • Enhancing value by going beyond the numbers by telling the story behind them to help department leaders make informed business decisions
Deborah Selby, Former Group CFO, Electra
Beyond financials to non-financial objectives
  • Bringing visibility and value to non-financial indicators
  • Acting as a powerful vehicle for focusing interactive management controls into the organisation’s risks
  • Utilising non-financial indicators as a measurement to reflect the long-term viability and health of the organisation
Summary remarks from the Chair & networking drinks
Welcome back from the Chair
Irene Zou, Project and Reporting Accountant, University of Auckland
Agile financing function
World class excellence in Management Accounting - Creating a vision for the future
  • Reviewing the changing shape of the finance function
  • What does best practice management accounting look like and how will this continue to evolve?
  • Exploring the disruptive forces shaping the financial space today and how we should respond
  • Changing competencies and mind sets


Mohamed Nalar, Capital Performance Manager, Auckland Transport
Deploying Agile across the finance function and across the organisation
  • Stepping up the ability to respond to changing market dynamics and new demands on the business
  • Obtaining insightful information to predict the future market trends to stakeholders
  • Optimising efficiency while being flexible to demand
Ray Ninow, Management Consultant & Founder, iBusiness NZ
Morning break
Integrated reporting, budgeting and forecasting
Integrated reporting for increased transparency and insights
  • Acquiring the ability to anticipate the information needs of various stakeholders
  • Developing a best practice approach that will assist the decision-making process
  • Influencing behaviour and shifting the focus to a more comprehensive view of the factors that contribute to increased strategic alignment and long-term sustainability
Sean Connolly, CFO, Ravensdown
The evolution of accountability - Sustainability reporting
  • Reviewing existing global initiatives driving the reporting of non-financial information to key stakeholders
  • Identifying key disclosures to assess sustainability performance and how these might be organised, structured and communicated
  • Preparing to adopt reporting frameworks/methods


Simon Ngawhika, Manager, Climate Change and Sustainability Services, EY
Lunch break
Integrating budgeting with rolling forecasts
  • Transitioning from activity based budgeting to rolling forecasts
  • Exploring the best practice techniques for designing an integrated business planning and rolling forecast process
  • Highlighting how management can use rolling forecast information for improved decision making and control
Sonika Barrington, Management Accountant, New Zealand Sugar Company
Perfecting audit quality to elevate corporate value
  • Discovering the primary responsibility for quality audits – external auditors, management, person-in-charge of governance, regulators and users
  • What internal customers are really after and how management accountants can support this?
  • Identifying the challenges with audit quality and how to overcome the challenges
  • Outlining the steps to measure a quality audit
Arlee Folker, Group CFO, Isaac Construction Ltd
Afternoon break
From risk to resilience
Developing and implementing an agile risk management strategy
  • Understanding the strategic risks related to using agile methodology for business change
  • Key risks to manage to ensure successful implementation using agile methodology
  • Controls required for agile development and  implementation
Nigel Toms, Head of Risk and Resilience, Watercare Services
Enhancing adaptive capacity in an increasingly VUCA (Volatile Uncertain Complex Ambiguous) world
  • Mastering adaptive capacity as the key to boost personal and organisational resilience
  • Understanding the one and only thing that switches adaptive capacity off
  • How to switch adaptive capacity back on
Bruce Ross, Leadership Growth Strategist, Ignite Business Leadership Ltd
Closing remarks from the Chair and end of conference
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